MBA Master of Business Administration (Part-time)

MBA Executive MBA

An MBA is increasingly seen as a route to the top of the business world. The advanced skills and knowledge you are expected to develop as a result of completing this programme can prepare you for senior management roles in all types of organisations.

The Course

The flexible part-time MBA at Lincoln is designed to fit around your professional commitments. The programme aims to build on your existing experience and develop a framework for you to enhance your operational and strategic business capabilities and competencies.

The Lincoln MBA is designed to be an intellectually stimulating programme that outlines the knowledge, perspective and critical understanding required to work at all managerial levels.

The Lincoln International Business School provides an international, dynamic and supportive environment in which students have the opportunity to develop, both professionally and personally. You will have the chance to benefit from teaching by academics who are experienced practitioners in industry in addition to networking with a range of influential business leaders and experts.

The Course

The flexible part-time Executive MBA at Lincoln is designed to fit around your professional commitments. The programme aims to build on your existing experience and develop a framework for you to enhance your operational and strategic business capabilities and competencies.

The Executive MBA aims to offer an intellectually stimulating programme designed to provide the knowledge, perspective and critical understanding required to work at all managerial levels.

The Lincoln International Business School provides an international, dynamic and supportive environment in which students have the opportunity to develop, both professionally and personally. You will have the chance to benefit from teaching by academics who are experienced practitioners in industry in addition to networking with a range of influential business leaders and experts.

Key Information

Weekly sessions: 2pm-7pm (expected to be Monday or Tuesday for the cohort starting September 2017)

2-day residential: October or November

1-day workshop: January

Costs relating to workshops and residentials are covered by the School.

Self-directed study and preparation

As well as attendance at the University, participants are expected to spend an equal amount of time of additional study for preparation, research and assignment writing. The normal expectation is that for each hour of attendance there is an additional hour of self-directed study and preparation, although the amount of time may vary throughout the year. Applicants should not underestimate the amount of commitment required to complete a part-time course of study

The purpose of this module is firstly to identify, examine and analyse the major contexts both internal and external within which organisations operate. It also considers the resources required and the major functions of the market place. It then sets out to respond to contextual diversity and continuous change in the increasingly global environment. Within this context, marketing is regarded as one of the foundations upon which the understanding of the operation of any organisation is based. This module provides the introduction to marketing and marketing management by offering an insight into the key areas of activity which constitute the marketing process and the management of that process. It adopts a critical perspective with regard to the differing marketing approaches adopted in response to a rapidly changing business arena.

This module aims to further enhance managerial competence and capability by providing the opportunity for students to develop the skills to become competent management consultants. Such competency is highly valued as it can help facilitate internal and external organisational consultancy interventions that add value at both an operational and strategic level.

This module explores the role of the operations manager in aligning the processes and operational functions of an organisation to deliver value and to maintain and improve organisational viability. In doing this, it evaluates the differing statistical and related techniques that may be deployed in order to develop available data and information in support of the operational task. Finally, it investigates the nature of information systems and evaluates their role in assisting alignment of operational processes and functions within an service and manufacturing organisations.

Management Decision-Making and the Nature of Management (Core)Find out more

Management Decision-Making and the Nature of Management (Core)

This module explores decision making and the nature of management. Decision-making is generally regarded as being one of the key management activities in organisations. This module seeks to explore the dynamics of the decision making process. To facilitate this exploration, students are encouraged to work with their own experiences of decision-making. The module explores qualitative aspects of decision making by addressing its philosophical and psychological bases. However, an understanding of the nature of management is also essential so that students are able to locate their own ‘theoretical preferences’ within a critical exploration of competing perspectives. The purpose is to critically evaluate basic assumptions regarding the nature of management and how these affect decision-making. The intention is to make explicit the implicit assumptions about the nature of management that students bring to their studies. This is a key element in the management development process and helps to develop reflective and reflexive practice.

This module is intended to give a basic introduction to financial accounting and financial management to enable managers to employ financial tools for decision making. It covers diverse areas such as management accounting, pure finance and accounting and is intended to acquaint a non-specialist with financial managerial skills. Managerial finance commences with basic techniques for costing and break-even analysis and brings in the notion of pricing from a larger viewpoint, namely the market as well as from a strategic management view. Later it touches on financial analysis and budgeting and planning. It then moves on to analysing the sources of finance.

Change management can be viewed from at least two practical perspectives. These are from the perspective of those responsible for designing, initiating and implementing the change and from those who are more likely to be front-line employees who are the recipients of the change process.

This module explores both these perspectives to prepare the students to successfully manage an individual project based upon a live change initiative within their own organisation. This approach recognises the management of change viewed as both task and a process.

As such the module is based on the premise that successful project management requires the change agent (in this instance the student) to be a competent and reflective researcher/ consultant at different stages of the managing both the task of the change project and the process of change itself. To this end the module will be theoretically underpinned with concepts and techniques from the areas of quantitative and qualitative research methods and management consultancy as well as change and project management.

This module is designed to compliment and balance other certificate modules by providing the opportunity for students to explore behavioural aspects of managing people, and themselves in organisational life. We believe people and the way they interact are at the core of management practice in organisational life. The aim of this unit is to provide the chance to develop insights into this belief by working with students and their colleague’s experiences and knowledge in relation to appropriate theory. This aims to develop an enhanced understanding which aims to develop, self awareness, lateral thinking, conceptual capability and reflective practice.

Managing Strategically – Finance and Management and Organisational Control (Core)Find out more

Managing Strategically – Finance and Management and Organisational Control (Core)

Managing strategically requires an in-depth knowledge of financial, managerial and organisational control. This module introduces and examines these inter-related concepts, from both a functional and critical perspective.

After having been grounded in the technical knowledge of financial strategy the students will be encouraged to examine management and organisational control by problematising the concept in the locus of their own experiences. This approach recognises that management and organisational control is essentially a human activity achieved and managed through social and political agendas as well as the application of technical skills. Thus managerial action and control will be located within the dialectical relationship that exists between organisations and wider society.

he purpose of this unit is to develop the skills and understandings that will comprise an intellectual formation necessary to help produce a Dissertation of adequate quality for a Masters award. This will be achieved by developing learner skills, capabilities and understandings.

The purpose of this module is to reflect and support the changing agenda for senior managers in organisations and the increasing impact that globalization is having on the organizational landscape. As the boundaries between the private, public and third sectors become ever more vague these challenges apply across all sectors and require the ability to lead in times of uncertainty and constrained resources in a way inconceivable only a few years ago.

This module is designed to address this and to support the challenges of strategic management by encouraging and providing the opportunity for students to develop the intellectual and professional acumen needed for the conception and analysis of responsible business strategies in this global turbulent environment.

The Dissertation is the culmination of the final stage of the programme and is undertaken on completion of the taught elements of the programme. The Dissertation provides the opportunity to draw on the learning acquired from a wide range of business and management disciplines and to apply this in the analysis of a specific theme. There is a wide range of choice with regard to the topic of the Dissertation.

We provide our students with the opportunity to develop their understanding of a specific topic in lectures and seminars before presenting your findings and opinions on given questions at the end of each module.

All taught modules at Certificate and Diploma level will be assessed by the equivalent of written work amounting to between 4,000 and 5,000 words. This may constitute an essay, report, or examination. For the Dissertation, at Master’s stage, participants will produce a research focused dissertation of 18,000-20,000 words.

The University of Lincoln's policy on assessment feedback aims to ensure that academics will return in-course assessments to you promptly – usually within 15 working days after the submission date.

For further information and for details about funding your study, scholarships and bursaries, please see our Postgraduate Fees & Funding pages [www.lincoln.ac.uk/home/studyatlincoln/postgraduateprogrammes/feesandfunding/].

Other Costs

For each course you may find that there are additional costs. These may be with regard to the specific clothing, materials or equipment required, depending on your course.

With regards to text books, the University provides students who enrol with a comprehensive reading list and you will find that our extensive library holds either material or virtual versions of the core texts that you are required to read. However, you may prefer to purchase some of these for yourself and you will be responsible for this cost.

Applicants should have at least two years relevant work experience and meet at least one of the following criteria:

A minimum 2.2 honours degree (or its equivalent from an international institution).

A professional qualification (or combination of qualifications) recognised as being of honours equivalence.

Extensive organisational/management experience.

Applications for advanced entry to either the Postgraduate Diploma in Management or the Master of Business Administration stages will be considered in accordance with the University’s Accreditation of Prior Learning procedure.

The programme uses a blended learning approach which combines blocks of on-campus learning supported by further learning online. Students can benefit from research-active academics who aim to enrich the programme with the latest thinking around the current issues and challenges faced by today’s organisational leaders. Our EMBA is designed around a set of core subjects but we also offer a range of subject options to suit the interests and professional specialisms of our students.

As well as attendance at the University, participants are expected to spend an equal amount of time of additional study for preparation, research and assignment writing. The normal expectation is that for each hour of attendance there is an additional hour of self-directed study and preparation, although the amount of time may vary throughout the year. Applicants should not underestimate the amount of commitment required to complete a part-time course of study.

The purpose of this module is firstly to identify, examine and analyse the major contexts both internal and external within which organisations operate. It also considers the resources required and the major functions of the market place. It then sets out to respond to contextual diversity and continuous change in the increasingly global environment. Within this context, marketing is regarded as one of the foundations upon which the understanding of the operation of any organisation is based. This module provides the introduction to marketing and marketing management by offering an insight into the key areas of activity which constitute the marketing process and the management of that process. It adopts a critical perspective with regard to the differing marketing approaches adopted in response to a rapidly changing business arena.

This module aims to further enhance managerial competence and capability by providing the opportunity for students to develop the skills to become competent management consultants. Such competency is highly valued as it can help facilitate internal and external organisational consultancy interventions that add value at both an operational and strategic level.

This module explores the role of the operations manager in aligning the processes and operational functions of an organisation to deliver value and to maintain and improve organisational viability. In doing this, it evaluates the differing statistical and related techniques that may be deployed in order to develop available data and information in support of the operational task. Finally, it investigates the nature of information systems and evaluates their role in assisting alignment of operational processes and functions within an service and manufacturing organisations.

Management Decision-Making and the Nature of Management (Core)Find out more

Management Decision-Making and the Nature of Management (Core)

This module explores decision making and the nature of management. Decision-making is generally regarded as being one of the key management activities in organisations. This module seeks to explore the dynamics of the decision making process. To facilitate this exploration, students are encouraged to work with their own experiences of decision-making. The module explores qualitative aspects of decision making by addressing its philosophical and psychological bases. However, an understanding of the nature of management is also essential so that students are able to locate their own ‘theoretical preferences’ within a critical exploration of competing perspectives. The purpose is to critically evaluate basic assumptions regarding the nature of management and how these affect decision-making. The intention is to make explicit the implicit assumptions about the nature of management that students bring to their studies. This is a key element in the management development process and helps to develop reflective and reflexive practice.

This module is intended to give a basic introduction to financial accounting and financial management to enable managers to employ financial tools for decision making. It covers diverse areas such as management accounting, pure finance and accounting and is intended to acquaint a non-specialist with financial managerial skills. Managerial finance commences with basic techniques for costing and break-even analysis and brings in the notion of pricing from a larger viewpoint, namely the market as well as from a strategic management view. Later it touches on financial analysis and budgeting and planning. It then moves on to analysing the sources of finance.

Change management can be viewed from at least two practical perspectives. These are from the perspective of those responsible for designing, initiating and implementing the change and from those who are more likely to be front-line employees who are the recipients of the change process.

This module explores both these perspectives to prepare the students to successfully manage an individual project based upon a live change initiative within their own organisation. This approach recognises the management of change viewed as both task and a process.

As such the module is based on the premise that successful project management requires the change agent (in this instance the student) to be a competent and reflective researcher/ consultant at different stages of the managing both the task of the change project and the process of change itself. To this end the module will be theoretically underpinned with concepts and techniques from the areas of quantitative and qualitative research methods and management consultancy as well as change and project management.

This module is designed to complement and balance other certificate modules by providing the opportunity for students to explore behavioural aspects of managing people, and themselves in organisational life. We believe people and the way they interact are at the core of management practice in organisational life. The aim of this unit is to provide the chance to develop insights into this belief by working with students and their colleague’s experiences and knowledge in relation to appropriate theory. This aims to develop an enhanced understanding which aims to develop, self awareness, lateral thinking, conceptual capability and reflective practice.

Managing Strategically – Finance and Management and Organisational Control (Core)Find out more

Managing Strategically – Finance and Management and Organisational Control (Core)

Managing strategically requires an in-depth knowledge of financial, managerial and organisational control. This module introduces and examines these inter-related concepts, from both a functional and critical perspective.

After having been grounded in the technical knowledge of financial strategy the students will be encouraged to examine management and organisational control by problematising the concept in the locus of their own experiences. This approach recognises that management and organisational control is essentially a human activity achieved and managed through social and political agendas as well as the application of technical skills. Thus managerial action and control will be located within the dialectical relationship that exists between organisations and wider society.

he purpose of this unit is to develop the skills and understandings that will comprise an intellectual formation necessary to help produce a Dissertation of adequate quality for a Masters award. This will be achieved by developing learner skills, capabilities and understandings.

The purpose of this module is to reflect and support the changing agenda for senior managers in organisations and the increasing impact that globalisation is having on the organisational landscape. As the boundaries between the private, public and third sectors become ever more vague, these challenges apply across all sectors and require the ability to lead in times of uncertainty and constrained resources in a way inconceivable only a few years ago.

This module is designed to address this and to support the challenges of strategic management by encouraging and providing the opportunity for students to develop the intellectual and professional acumen needed for the conception and analysis of responsible business strategies in this global turbulent environment.

The Dissertation is the culmination of the final stage of the programme and is undertaken on completion of the taught elements of the programme. The Dissertation provides the opportunity to draw on the learning acquired from a wide range of business and management disciplines and to apply this in the analysis of a specific theme. There is a wide range of choice with regard to the topic of the Dissertation.

All taught modules at Certificate and Diploma level will be assessed by the equivalent of written work amounting to between 4,000 and 5,000 words. Assessment formats include essays, reports and presentations. Students will also carry out a piece of individual research and produce a written dissertation of 18,000 words.

The University of Lincoln's policy on assessment feedback aims to ensure that academics will return in-course assessments to you promptly – usually within 15 working days after the submission date.

* Academic year September- July** Subject to eligibility*** Calculated at 90 credits per year

Scholarships

As a postgraduate student you may be eligible for scholarships in addition to those shown above.

Guidance for Part-time Postgraduate Fees

To complete a standard Master's Taught programme, you must complete 180 credit points.

Full time students will be invoiced for the programme in full upon initial enrolment.

For part-time students, tuition fees are payable each credit point enrolled. To calculate your part-time fees, multiply the part-time fee per credit point by the number of credits you intend to complete within that academic year. This is usually between 60 and 90 credit points per year.

For example, if the fee per credit point for your programme is £38, and you enrol on 60 credits, the tuition fee payable for that academic year will be £2280.

For further information and for details about funding your study, scholarships and bursaries, please see our Postgraduate Fees & Funding pages [www.lincoln.ac.uk/home/studyatlincoln/postgraduateprogrammes/feesandfunding/].

Other Costs

For each course you may find that there are additional costs. These may be with regard to the specific clothing, materials or equipment required, depending on your course.

With regards to text books, the University provides students who enrol with a comprehensive reading list and you will find that our extensive library holds either material or virtual versions of the core texts that you are required to read. However, you may prefer to purchase some of these for yourself and you will be responsible for this cost.

Quick Links

Career and Personal Development

An MBA is increasingly seen as a route to the top of the business world.The advanced skills and knowledge you are expected to develop as a result of completing this programme can prepare you for seniormanagement roles in all types of organisations.

Career and Personal Development

An MBA is increasingly seen as a route to the top of the business world.The advanced skills and knowledge you are expected to develop as a result of completing this programme can prepare you for seniormanagement roles in all types of organisations.

Facilities

The Lincoln International Business School is based in the David Chiddick Building. This facility provides students with teaching and learning space including lecture theatres, workshop rooms, an IT/language lab, along with places to meet and eat with friends and staff.

We constantly invest in our campus as we aim to provide the best learning environment for our students. The University strives to ensure students have access to specialist equipment and resources, to develop the skills, which they may need in their future career.

Students also make the most of the University's award-winning Great Central Warehouse Library, which is home to more than 260,000 books and ebooks and approximately 200,000 print and electronic journals, alongside databases and specialist collections.